FINAL REPORT FINAL REPORT TIE of theTanzania National Programme for Councillors Training Table of Contents Abbreviations and Acronyms ii Executive Summary iii 1 INTRODUCTION 1 1.1 Overview of the Policy Context 1 1.2 Background to the National Programme for Councillors Training 2 1.3 Background to the Training Impact Evaluation (TIE) 3 2 TIE APPROACH AND METHODOLOGY 4 2.1 Preparation and Orientation 4 2.2 Data Collection 4 2.3 Analysis and Reporting 5 2.4 Feedback and Reflection 6 2.5 Process Challenges and Mitigation 6 2.6 The team and acknowledgement 8 3 PRESENTATION AND ANALYSIS OF FINDINGS 9 3.1 Analysis of the Pre-Training Activities 9 3.1.1 Capacity needs assessment process 9 3.1.2 Capacity Needs Identified 10 3.2 Analysis of the Scope and Training Processes 11 3.2.1 Content issues 11 3.2.2 Process/Mechanics issues 14 3.2.3 Organisational and logistical support 22 3.3 Analysis of Impact on Individual Learning 24 3.3.1 Analysis of objectives 24 3.3.2 Analysis of the acquisition of knowledge and skills 24 3.4 Impact on Job Behaviour, Organisation and Human Settlements 25 3.4.1 Adherence to legal provisions and procedures 25 3.4.2 Roles and responsibilities in relation to leadership and management 27 3.4.3 Role of councillors in service delivery 31 3.4.4 Roles in management and control of LG finances 31 3.4.5 Crosscutting Issues 32 4 SUMMARY OF LESSONS AND RECOMMENDATIONS 35 4.1 Improving the Next Round of Councillor Training in Tanzania 35 4.2 Institutionalising Training: Lessons from the Councillors Training 38 4.3 Overall Assessment 41 Annex 1: References 42 Annex 2: The Work Plan 44 Annex 3: Sampled Local Government Authorities and the Sampling Criteria 45 Annex 4: List of People Met 47 Annex 5: Trems of Reference 52 Annex 6: TIE methodology and tools/questionnaires: 57 i TIE of theTanzania National Programme for Councillors Training FINAL REPORT Abbreviations and Acronyms ALAT Association of Local Authorities in Tanzania CBG Capacity Building Grant CBO Community Based Organization CCM Chama Cha Mapinduzi CLP Council Link Person CSO Civil society Organisation DANIDA Danish International Development Agency DC District Commissioner DCI Development Cooperation Ireland DFID Department for International Development DPs Development Partners DPU Development Planning Unit DRDP District Rural Development Programme EU European Union FGD Focus Group Discussion FINNIDA Finnish Agency for Development Cooperation GOT Government of Tanzania KII Key Informant Interview LGAs Local Government Authorities LGCDG Local Government Capital Development Grant LGRP Local Government Reform Programme MC Municipal Council NGO Non-Government Organisation NORAD Norwegian Agency for Development Cooperation PMO-RALG Prime Minister’s Office - Regional Administration & Local Government ROG Regional Oversight Group RTs Regional Trainers SAEU Southern Africa Extension Unit SIDA Swedish International Development Agency SNV Netherlands Development Organisation TCBB Training and Capacity Building Branch TIE Training Impact Evaluation TIP Training Impact on Performance ToR Terms of Reference TSh Tanzanian Shillings TSs Training Specialists UNDP United Nations Development Programme UN-HABITAT United Nations Human Settlements Programme VEO Village Executive Officer WDC Ward Development Committee WEO Ward Executive Officer ZRT Zonal Regional Team ii FINAL REPORT FINAL REPORT TIE of theTanzania National Programme for Councillors Training Executive Summary Background UN-HABITAT together with the Local Government Reform Programme (LGRP) commissioned the assignment “to conduct an impact evaluation of the National Programme for Councillors Training, undertaken by the Government of Tanzania (GoT) through the Prime Minister’s Office – Regional Administration and Local Government (PMO-RALG) in 2003/4. The Training Impact Evaluation TIE was conducted through a highly participatory process consulting stakeholders at the national, regional, council, ward as well as community levels. It covered Karatu, Kibaha, Magu and Monduli district councils and Ilala, Mtwara-Mikindani municipal councils and Mwanza City Council. While the TIE team strived to take into account several diversity dimensions including levels of education, urban/rural differentials, different status of local authorities (urban and rural; urban municipal or city councils), age, gender, ethnicity, spatial location vis-à-vis Dar- es-salaam, political dominance (CCM or multi-partyism) etc these had little effect on the findings. This is the same conclusion that the team that undertook the assessment, prepared the training materials, tested them etc reached i.e. that there was no significant differences to warrant different training approaches, thus adopting a standardised and phased out national training programme. Key findings and recommendations a) Process findings and recommendations No. Theme Key Findings Key Recommendations 1. Capacity needs • The process was consultative • The scope of training should assessment and comprehensive generally be maintained • The needs identified were relevant, exhaustive & built on previous experiences 2. Training • Materials were relevant to • General modules should be materials address the identified maintained but reviewed for knowledge and skills needs consistency with policy and practice • Some aspects of some of the as well as detail especially for modules were either overtaken financial management by policy and legislative • This will require comprehensive changes or out of step with editing of the existing modules and practice (e.g. aspects related to preparation of addenda procurement) • Prepare a grand summary module (also see 5) iii TIE of theTanzania National Programme for Councillors Training FINAL REPORT 3. Trainers • Trainers were reported • Review case by case and as far as competent for facilitating practical maintain the same training staff adult learners • Ensure adequate presence of financial • Trainers lacked depth in management expertise; financial management issues • Plan progressive sharing particularly on adoption of methods 4. Training methods • The mix of plenary and group • Maintain the mix of both methods and and strategy discussions coupled with strategies; case studies greatly • Enhance the use of case studies and role contributed to the acquisition plays; of both the knowledge and • Elicit interest and commitment for skills aspects of the training; distance learning through closer follow- • The mix of residential and ups by CLPs and RTs (like recaps during distance learning1 strategies council sessions)1 was also conducive for adult • Encourage the councils to complement learning the national councillors’ training with • However, distance learning other strategies like targeted exposure was less effective as most of visits using say the CBG the councillors did not use the time allocated for it 5. The Target Group • Mixing of female and male • Target newly elected councillors plus the councillors was beneficial 24 that joined at module 4 stage for all modules • Combine new with continuing councillors at the end as recap and refresher programme respectively • Encourage tailored joint in-house training sessions between councillors and council staff to complement the national programme 6. Attendance and • Reported high turn-out as • Maintain the political profile2, course participation well as active participation in delivery methods as well logistical the training sessions support to maintain attendance and participation 7. Training duration • Training duration for • Maintain the duration but ensure effective residential sessions was use of time allocated particularly during reported to be very tight distance learning (see 4 above) especially because councillors did not effectively use the time allocated for distance learning 8. Timing and training • There was overwhelming and • Next round of training be delivered within schedules unanimous agreement that 2006 the delivery of the training • Subsequent training should be planned was too late; in advance and conducted immediately after elections iv FINAL REPORT FINAL REPORT TIE of theTanzania National Programme for Councillors Training • In addition, there were numerous • Work out a realistic training schedule and ad hoc disruptions of the training ensure adherence to it through for schedules example timely release of funds 9. Training venues • Training venues varied from • Continue with the model of central council to council; accommodation; • Generally conducive for adult • Involve the councillors in the selection learning of the venue so long as it is within price • There were reservations ceiling; regarding location vis-à-vis • Where practical, selected venue should councillor residences and offices be outside councils 10. Backstopping and • Quality control arrangements • Maintain the quality control and quality control through SAEU and LGRP were backstopping arrangements sufficient • Ensure more active involvement of ALAT for future institutionalisation of the training 11. Administrative and • The ROG, council directors and • Further clarify and provide roles and logistical oversight CLP did not provide sufficient responsibilities for the ROG, council support to the training process as directors and CLPs anticipated • Incorporate these roles in respective job • MMOs played insignificant roles schedules in training. • Capacitated and empowered MMOs will play a central role in institutionalizing training and capacity building endeavours in LAs.2 12. Logistical and • Councillors reported to